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Full Description
First published in 2012, in the same way that a well-defined approach is needed to develop an effective strategic plan, an equally well-designed approach is needed to support the alignment of your organization's structure, management concepts, systems, processes, networks, knowledge nets, training, hiring, and reward systems. Examining top-down, bottom-up, and core planning and execution processes, The Organizational Alignment Handbook: A Catalyst for Performance Acceleration provides a systematic approach for establishing the infrastructure needed to support a successful transformation and make your strategic plan a reality.Bridging the gap between macro and micro approaches with a single unified theory, the book provides the understanding needed to assess the effectiveness of your organization's current management system. It explains how to identify potential projects, introduce new practices, plan for resource allocation, and define and recommend decision governance. Identifying the capability constraints you must resolve in order for your company to thrive in an increasingly competitive business environment, the book explains:How the organizational master plan fits into alignment activities How strategic planning process and outcomes can be made part of the performance plan for individuals How to use controllable factors as the foundation for your master planHow to develop a set of vision statements that defines how your organization will function in the futureThe management skills your organization currently possesses might be effective in today's environment, but are they the skills needed to meet strategic objectives in the future? This book outlines a step-by-step approach for achieving organization-wide alignment of processes, applications, and systems, and to ensure acceptance of the results by all stakeholders. It includes examples of organizations implementing the strategies discussed as well as a review of the activities you need to follow to minimize the time it takes to reach your performance objectives today and in the future.
Contents
OverviewWhy Organizational Alignment?The Organizational Alignment Functional ModelKey Implementation ChallengesGauging EffectivenessNow Ask Yourself These Questions:Harnessing the Energy of Alignment: With Albert ("Butch") Einstein and Jack ("Sundance") WelchThe Concept of Organizational AlignmentLessons from "Butch" EinsteinLessons from "Sundance" WelchTwo Lessons from Butch and SundanceOrganizational Alignment OutcomesChallenges to ImplementationNew Sources of Competitive AdvantageWorking This New Aligned WayFocusing the Alignment StrategyBose Shows the WayAlignment ConsiderationsVision-Centered Organizational Alignment Models ApproachOutcomesKey Implementation ChallengesGauging EffectivenessMacro-Alignment/Micro-Alignment and CultureChange: Key ComponentsGoals and ValuesResults Are What We Are AfterKey Implementation ChallengesGauging EffectivenessOrganizational Alignment Readiness and CultureWho Is Doing It?OutcomesKey ChallengesOrganizational Alignment and e-Business StrategyApproachOutcomesThe Organizational Alignment MethodologyThe Organizational Alignment CycleTypical OAC ApplicationOrganizational Alignment and Organizational PlanningApproachOutcomesOrganizational Alignment and Organizational Change ManagementPhase I. Strategic PlanningIntroduction to Strategic Planning PhaseOrganization's Master Plan (OMP)Setting DirectionDefining Expectations (Measurements)Defining ActionsApproach to Developing a Business PlanOutline of a Typical Business PlanApproach to Developing a Strategic Business PlanStrategic Business Plans versus Strategic Improvement PlansDeveloping a Strategic Improvement PlanActivity 1. Assessing the OrganizationActivity 2. Developing Vision Statements for each of the KBDsActivity 3. Developing a Set of Performance Goals.....Activity 4. Defining Desired BehaviorsActivity 5. Preparing 3- to 5-Year Improvement Plans for Each of the Vision StatementsCreating the Strategic PlanAnnual Business PlanSummaryPhase II. Processes and NetworksIntroduction to Process and Networks PhaseDefining Major or Core ProcessesProcess Improvement RulesProcess Improvement ApproachesMajor NetworksOrganizational Alignment and Knowledge MappingKey Processes and Network Implementation ChallengesSummaryPhase III. Organizational Structure DesignIntroduction to Organizational StructureDesign PhaseThe Strategic PerspectiveRestructuring PrinciplesDesign CriteriaRealignment Principles and Design CriteriaList of Activities to Help Define the DesignMeasurement SystemKey Performance IndicatorsRestructuring ApproachThe Roadmap for Organizational RestructuringThe Alignment ProcessActivity 1. AssessmentCommunication MapsInterface StudyOrganizational Restructuring WorkshopActivity 2. AnalysisActivity 3. RedesignThe Operations and Tactical PerspectivePurpose of the PerspectiveApproach for Designing an Organizational StructureOption 1. FunctionalOption 2. VerticalOption 3. BureaucraticOption 4. DecentralizedOption 5. ProductOption 6. CustomerOption 7. GeographyOption 8. Case Management NetworkOption 9. Process-Based NetworkOption 10. Front-Back HybridSpan of Control and Organizational StructureWhat Is the Correct Span of Control?Balancing Managerial Work LoadRestructuring ChallengesRestructuring EffectivenessImpactActivity 4. DocumentationActivity 5. ImplementationKey Implementation ChallengesSummary of Organizational RestructuringPhase IV. StaffingIntroductionThe Two Approaches to Solving the SkillMix ProblemDefining Skills RequirementsOutsourcingPresent EmployeesManagement SkillsSummaryPhase V. Rewards and Recognition System DesignIntroduction to Rewards and Recognition (R&R) PhaseKey ObjectivesSeven Major Types of R&RFinancial CompensationChallenges with CommissionsChallenges with Piecework PayChallenges with Employee Stock PlansChallenges with Cash Bonuses and Gain SharingMonetary AwardsPersonal Public RecognitionGroup Public RecognitionPrivate RecognitionPeer RecognitionOrganizational AwardsImplementing the R&R SystemSummaryPhase VI. ImplementationIntroduction to Implementation PhaseOrganizational Change ManagementMurphy's Laws Related to Change ManagementThe Seven Phases of the Change Management MethodologyPhase I-Clarify the ProjectPhase II-Announce the ProjectPhase III-Conduct the DiagnosisPhase IV-Develop an Implementation PlanPhase V-Execute the PlanPhase VI-Monitor Progress and ProblemsPhase VII-Evaluate the Final ResultsChange Management ToolsArea Activity Analysis (AAA)What Is Area Activity Analysis (AAA)?Organizational Alignment and CommunicationsKey Implementation IssuesGauging EffectivenessThe Management Cycle and AlignmentKey Implementation ChallengesOrganizational Alignment and Business Performance ManagementOutcomesGauging EffectivenessOutsourcingKey Implementation ChallengesOpen-Ended QuestionsEpilogueAppendix A-Definitions and AbbreviationsAppendix B-Some of the 1100 Plus Improvement Tools
